Talking about the Generations: Communicating with and Managing Intergenerational Teams Rikke S. Ogawa Jeff Williams December 11, 2013

Webinar Outline • • • • •

About us and our generation Origin of Generational Theory Workplace: Three Theses Case Studies – hear from you Our Approach: effectively working with intergenerational teams • Questions

About Us • Rikke – Gen X – 16 years working in academic health sciences libraries – Management experience with librarians, non-librarian staff, and students • First supervisory experience: all supervised employees were approximately 2x her age • Currently lead a team of students, librarians and staff spanning several generations

• Jeff – Gen X – 15 years working in academic health sciences libraries – Management experience with librarians, non-librarian staff, and students • Most memorable experience – first librarian he supervised was 60 years old • Currently lead team of eight librarians spanning Millennial to Baby Boomer

Origin of Generational Theory • 1991 Book: Generations: The History of America's Future, 1584 to 2069, by William Strauss and Neil Howe – Published subsequent books on different generations: • 1993: 13th Gen: Abort, Retry, Ignore, Fail?, about Generation X • 1997: The Fourth Turning: An American Prophecy, examined generational concept farther back in history • 2000: Millennials Rising: The Next Great Generation. Credited with term “Millennials”

http://en.wikipedia.org/wiki/William_Strauss; http://www.lifecourse.com/about/strauss.html http://en.wikipedia.org/wiki/Neil_Howe; http://www.lifecourse.com/about/leadership-team/howe.html http://en.wikipedia.org/wiki/Strauss%E2%80%93Howe_generational_theory

Generational Theory • Recurring generational cycle in American history. – Starting in 1588: “Puritan” generation (1588-1617) Through “Homeland” generation (2005- )

• Four major generation archetypes: – – – –

Prophet Nomad Hero Artist

Strauss, William; Neil Howe. (1991) Generations: The History of America's Future, 1584-2069. New York: Morrow. http://en.wikipedia.org/wiki/Strauss%E2%80%93Howe_generational_theory Howe, Neil & William Strauss. The Next 20 Years: How Customer and Workforce Attitudes Will Evolve. Harvard Business Review. (2007) 85 (7-8) 41-52, 191

Archetypes • Artist: Overprotected children > conformist young adults > processoriented middle-aged adult leaders > thoughtful elders. – Past generations: John Quincy Adams, Andrew Jackson, Theodore Roosevelt – Today: Silent Generation (1925-1942) Sandra Day O’Conner

• Prophet: Indulged children > self-absorbed young adults > moralistic middle-aged adults> wise elders. – Past generations: Benjamin Franklin, Abraham Lincoln, Franklin Roosevelt – TODAY: Baby Boomers (1943-1960) Bill Clinton

http://en.wikipedia.org/wiki/Strauss%E2%80%93Howe_generational_theory Howe, Neil & William Strauss. The Next 20 Years: How Customer and Workforce Attitudes Will Evolve. Harvard Business Review. (2007) 85 (7-8) 41-52, 191.

Archetypes • Nomad: Under-protected children > alienated young adults > pragmatic middle-aged adults > resilient elders. – Past generations: George Washington, Ulysses Grant, Harry Truman – TODAY: Generation X (1961-1981) Kurt Cobain

• Hero: Protected children > optimistic young adults > overly-confident middle-aged adults > politically powerful elders. – Past generations: Thomas Jefferson, John F. Kennedy, Ronald Reagan – TODAY: Millennials (1982-2005) Lady Gaga

Generations in the Workplace Silent Generation

Baby Boomers

Generation X

Millennials

1925-1942

1943-1960

1961-1981

1982-2005

Respect authority

Individuality

Self-reliant

Image-conscious

Dedicated

Goal oriented

Questioning

Optimistic

Strong work ethic

Service oriented

Respect production over tenure

Need supervision and structure

Strong interpersonal skills

Team oriented Loyal to individuals, not organizations

Team oriented

Loyal, and expect employer loyalty Don’t like conflict

Career equals identity Process oriented to a fault

Want open communication Skeptical

Want job that is personally fulfilling Value instant gratification

AARP - Leading a Multigenerational Workforce - http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf American Hospital Association: Workforce 2015: Strategy Trumps Shortage

Managerial Expectations Generation

Like managers that…

Hate managers that…

Silent

Take a logical approach Are fair and consistent Provide clear job expectations

Are too touchy-feely Indecisive Disorganized

Baby Boomers

Treat them as equals Show warmth and caring Tell them they’re making a difference

Aren’t open to input Bureaucratic Don’t show interest

Generation X

Genuine Informal Flexible

Micro-manage Too process focused Schmooze

Millennials

Support their personal goals Are cynical and sarcastic Use a coaching and Treat them as if they’re too young supportive approach Are inconsistent

AARP - Leading a Multigenerational Workforce - http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf American Hospital Association: Workforce 2015: Strategy Trumps Shortage

GENERATIONS IN THE WORK PLACE: THREE MAIN THESES

1: Characteristics are helpful, but not ultimate truth

Lack of empirical evidence to suggest true differences in work attitude.

Deal JJ, Altman DG, Rogelberg SG. “Millenials at Work: What We Know and What We Need to Do (If Anything).” Journal of Business Psychology (2010) 25:191–199

1: Characteristics are helpful, but not ultimate truth • • • •

No significant difference in hours worked Small differences in work centrality No differences in altruistic values of work Slightly higher job satisfaction with Millenials

Deal JJ, Altman DG, Rogelberg SG. “Millenials at Work: What We Know and What We Need to Do (If Anything).” Journal of Business Psychology (2010) 25:191–199

2: Take an individual approach 1) What factors in the employee’s experience might be causing this behavior? 2) Is this person really so different from older employees?

Valcour , M. “Hitting The Intergenerational Sweet Spot” HBR Blog Network, May 27, 2013. Available online at: http://blogs.hbr.org/2013/05/hitting-the-intergenerational/

3: Acknowledge the underlying commonality across generations Expectations for Employers 1. To work on challenging projects. 2. Competitive compensation. 3. Opportunities for advancement and growth 4. To be fairly treated. 5. Work-life balance. White, M. Rethinking Generation Gaps in the Workplace: Focus on Shared Values. UNC Executive Development, 2011. Available online at: http://www.kenan-flagler.unc.edu/executivedevelopment/about/~/media/C8FC09AEF03743BE91112418FEE286D0.ashx

3: Acknowledge the underlying commonality across generations Expectations for Coworkers 1. Respectful communication 2. Value contributions 3. Dedication to work 4. Reasonableness 5. Clear expectations

CASE STUDIES & DISCUSSION

Case Study: Well that was a little bold now. Wasn’t it? Newest colleague chewing the ear off of Mrs. Big Wig.

Source: www.flickr.com/photos/edenpictures/5022807503

Colleagues response: “Who does he think he is?”

What is your response to your colleagues? 1. 2. 3. 4.

Address the newer colleague Address the senior colleague Some combination of 1 & 2 Grab a holiday cookie.

Case Study: Been there. Done that. The image cannot be display ed. Your computer may not hav e enough memory to open the image, or the image may hav e been corrupted. Restart y our computer, and then open the file again. If the red x still appears, y ou may hav e to delete the image and then insert it again.

Source: www.flikr.com/photos/tslac/830772665/

New reference service proposed. Feedback commences. Some constructive. Some not so constructive.

What do you think they meant? You’re too young … 1. 2. 3. 4.

In the organization? In the profession? In age? Some combination of 1-3

Case Study: Where is everybody? • Librarians spending more time working offsite. • Concerns about productivity…

http://www.flickr.com/photos/28738704@N07/4805637038/

If your organization permits working from home, do you? 1. 2. 3. 4.

Have guidelines or a policy? Have CLEAR guidelines/policy? No guidelines or policy I want to work from home…

OUR APPROACH: EFFECTIVELY WORKING WITH INTERGENERATIONAL TEAMS

Team Building by Using the Variety of Strengths • Building on communication differences • Practice listening to understand • Create a culture of mentoring – career path, life-seasons • Value both experience and entrepreneurial spirit

Poor Behavior Among Coworkers, Doesn’t Excuse Bad Leadership Fundamentals of Good Leadership: 1) You Make a Difference 2) Credibility is the Foundation 3) Values Drive Commitment 4) Trust 5) Lead by Example James Kouzes & Barry Posner. The Truth about Leadership: The No-fads, Heart-of-the-Matter Facts you Need to Know. Jossey-Bass. 2010.

Wrap Up • Generational Theory – Archetypes, Expectations • Workplace: Three Theses • Case Studies • Team Building • Leadership is Key

QUESTIONS?